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THE ONE VISION/ONE VOICE OF GOVERNANCE. Lloyd Cowin, Executive Director; Julie Tubman, Board Chair Roger’s House, 399 Smyth Rd, Ottawa, ON K1H 8L2 . BACKGROUND. GOVERNANCE MODEL ROLES OF THE BOARD.

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THE ONE VISION/ONE VOICE OF GOVERNANCE

Lloyd Cowin, Executive Director; Julie Tubman, Board Chair

Roger’s House, 399 Smyth Rd, Ottawa, ON K1H 8L2

BACKGROUND

GOVERNANCE MODEL

ROLES OF THE BOARD

  • Governance is the strategic leadership, stewardship and oversight of an organization. It provides direction & accountability to an organization.
  • - David O. Renz, Philanthropy in the U.S.: An Encyclopedia, 2004
  • ROGER’S HOUSE Is an 8-bed pediatric residential hospice set in a homelike, family environment providing:
    • Temporary respite (planned and emergency)
    • Acute pain and distressing symptom management
    • Holistic “end of life” care
    • Temporary “transition to home” care
    • Grief and bereavement care

GENERATIVE ROLE

  • Executive(s) and board collaborate from a perspective of high engagement
  • Focuses on framing the problem rather than solving it
  • Encourages a plurality of opinion
  • Cultivates the intellectual, reputational, political and social capital of board members

STRATEGIC ROLE

  • Align internal strengths & weaknesses with external opportunities & threats
  • Are services meeting needs?
  • What do families want?
  • Where does the organization have a competitive advantage?
  • What are the organization’s core competencies?

THE BOARD

ESTABLISHING A NEW BOARD

  • Define who the organization is: mission, vision, values
  • Develop a common understanding and expectations among board members
  • Clarify roles of the board vs. staff
  • Educate the board about the organization and hospice care

FIDUCIARY ROLE

  • Prevent theft, waste or misuse of resources
  • Ensure resources deployed effectively & efficiently to advance the mission
  • Maintain focus on mission, vision & values
  • Ensure directors and staff are operating in the best interests of the organization

- Jim Nininger as adapted from R. Chait et.al., Governance as Leadership, 2002

SELECTION

EDUCATION

Skills required:

  • Board experience
  • Finance/accounting
  • HR
  • Legal
  • Family perspective
  • Clinical
  • Business/management
  • Construction/project management
  • Community/public service
  • Marketing
  • Various roles of the Board
  • Role of individual board members
  • Policies: confidentiality, conflict of interest, attendance, code of conduct
  • Committees and reporting structure
  • Board member orientation—resources
  • Time at the hospice

GOVERNANCE COMMITTEE

  • Develops board policies
  • Orients new board members
  • Develops Board member reference binder
  • Responsible for Training and educating board members
  • Evaluates board performance
  • Recruits and nominates new board members
  • Grooms potential new board members (committee work)

EVALUATION

  • Form completed anonymously by individual board members
  • Compiled by administrative assistant
  • Results reviewed by Governance Committee first, followed by discussion with entire board
  • Plan of action developed by Governance Committee
  • REFERENCES:
  • The High Performance Board: Principles of Nonprofit Organization Performance, Pointer and Orlikoff, Jossey-Bass, 2002
  • Board Work: Governing Health Care Organizations, Pointer and Orlikoff, Jossey-Bass, 1999
  • Governance as Leadership: Reframing the Work of Nonprofit Boards, Chait, Ryan and Taylor, Wiley, 2005
  • Guide to Good Governance, Ontario Hospital Association, 2005
  • Auditor General of Ontario Annual Report 2007-08, Chapter 3, Section 3.11—Hospital Board Governance
  • www.rogershouse.ca